Update of Major Projects

Over the page is a summary of the Council’s Major projects:

Please note before reviewing the “Large” project information:

- The Summary of “Large” projects will evolve over time as projects progress, are completed and new projects are initiated and is provided to inform the committee in performing its role of risk and assurance of the project management approach.
- Any project that achieves a score of 80 or more out of 160 qualifies as a “Medium/Large” or Major project and is included in this list.
- Executive is responsible for scheme financing/policy and Scrutiny will perform detailed reviews of any relevant project.
- The status (RAG – Red, Amber or Green) is provided as an overview. (RAG description, below, as agreed at the July 2016 A&G committee)

| Status | Description | |--------|-------------| | Green | All the elements of delivery are within acceptable parameters with risks managed. | | Amber | There are risks/issues with one or more elements of delivery. There is a plan in place to bring the project back within acceptable parameters and it is in the control of the project team. | | Red | There are issues with one or more elements of delivery and there is no plan in place to mitigate or there is a plan emerging, but it is out of the control of the project team |

THE CORPORATE PROJECTS PORTFOLIO WAS SIGNIFICANTLY AFFECTED BY THE UNPRECEDENTED CHALLENGES OF THE COVID-19 PANDEMIC DURING THIS PERIOD | Large projects summary | Previous period (RAG) | This period (RAG) | Direction of travel | |-------------------------------------------------------------|-----------------------|-------------------|---------------------| | Older Person’s Accommodation Phase 2(ASC) | Amber | Amber | Same | | York Central | Amber | Amber | Same | | Castle Gateway | Amber | Amber | Same | | Local Plan | Amber | Amber | Same | | Guildhall | Red | Red | Same | | Community Stadium | Green | Green | Same | | Outer ring road (A1237) | Amber | Amber | Same | | Housing Delivery Programme | Amber | Amber | Same | | The Beehive | Amber | Green | Better | | Provision of School Places 2017-2023 | Amber | Amber | Same | | Housing ICT Programme | Red | Red | Same | | Smart Travel Evolution Programme (STEP) | Amber | Amber | Same | | Flood Risk | Green | Green | Same | | City Centre Access Project | Amber | Amber | Same | | Parking Review | Amber | Amber | Same | | Inclusion Review | Amber | Amber | Same | | Be Independent | Amber | Amber | Same | | Procurement of MSA and Strategic Engagement Technology Partner| Amber | Amber | Same | | Hyperhubs | Amber | Amber | Same | | Future Library Investment Programme (FLIP) | Green | Green | Same | | Pay on Exit | Green | Amber | Worse | Detailed Updates

| Project title | Older Persons’ Accommodation Programme Phase 2 | |---------------|-----------------------------------------------| | Reporting period | November 2020 |

**Description**

To provide, and ensure the provision of, a range of accommodation to address the housing (and care) needs of the city's older residents. The Council's Executive on 30th July 2015 approved the Business Case for the Older Persons' Accommodation Programme in order to prepare the city for a 50% increase in the size of the over 75 population. This will:

- Deliver a 10 unit extension and refurbishment of Lincoln Court Independent living scheme
- Build a 29 unit extension to the Extra Care scheme at Marjorie Waite Court, plus provide 4 bungalows on the site
- Carry out community and stakeholder engagement to establish the demand for specialist older person's housing and the issues facility residents of the city in relation to age related housing.
- Complete procurement of a new residential care facility as part of the wider Health and Wellbeing Campus at Burnholme; and
- Encourage the development of additional residential care capacity, extra care and age related housing, supporting older people to continue to live independently in their own home.
- Complete the transfer of Haxby Hall care home to a care provider who will extend and enhance the provision on site.
- Review the Council's Independent Living stock to ensure it meets the needs of existing and new tenants and to seek opportunities to increase its capacity.

| Overall status this period (Nov) | Overall status previous period (Oct) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Resources Status Explanation**

- Approval has been granted to appoint to the vacant project manager post in the team. It will take some time for an appointment to be made and for someone to be in post.
- To make the changes needed to create flexible and supportive extra care services will need additional staff time and expertise.

**Financial Status Explanation**

- Work is continuing to ensure that costs of CYC extra care are in line with other extra care schemes. This work will be included in the process for mobilisation of the extension of Marjorie Waite Court. The ongoing operation of Haxby Hall care home due to the delayed transfer continues to put pressure on the programme's financial benefits.

| Tasks & Milestones | Status | Explanation | |--------------------|--------|-------------| | Procurement of an extra care development on the Lowfield Green site has been delayed but is now underway. | | Transfer of Haxby Hall care home has been delayed following the COVID restrictions but is due to be completed early in 2021. |

**Current status**

**Older Persons Housing**

1. There has been strong interest in the shared ownership and market sale bungalows in the first phase of Lowfield Green.

**Burnholme Health & Wellbeing Campus**

1. The care home has now reached practical completion. The developer will be releasing media and comms information later this month.
2. The formal Overriding lease for the site has now been issued.
3. Plans are well progressed for marketing the site and for the council to begin making placements to the home early in 2021.

**Marjorie Waite Court Extra Care Scheme**

1. Work on the extension building is progressing well, and the project is scheduled for completion in early July 2021.
2. Discussions about the operation of extra care on the site have begun, to ensure that residents get the support they need to live well independently.
3. Designs for the commercial kitchen have been drawn and plans for procurement of a caterer have begun, to ensure that hot meals are available for residents and that there is a community cafe available for local residents.

**Lincoln Court**

1. The council has now taken hand over of Lincoln Court from the developer. There is some on going snagging and minor works to be completed on site.
2. The first residents have now moved back into the development and all feedback so far has been positive.
3. Marketing / information leaflets have been produced to show people the facilities available. This is being promoted on the North Yorkshire Home Choice website, through which people will apply for the new apartments.

**Haxby Hall**

1. Yorkare homes have now submitted their planning application for the redevelopment of Haxby Hall care home. This has now been validated and is available to view on the council's planning portal.
2. Yorkare Homes and the Council are aiming for a transfer date early in 2021.

**New Independent Sector Provision**

1. Early works towards the procurement of a social landlord to develop extra care accommodation on the Lowfield Green site has begun.
2. Interest in developing older person's accommodation in the city remains high. New developers continue to come forward to discuss the demand for accommodation.

**Future outlook**

- Accommodation at Lincoln Court will be advertised through North Yorkshire Home Choice for eligible residents.
- Promotion of the completion of the Burnholme Care home.
- Market engagement around the opportunity to bid to develop extra care accommodation on the Lowfield Green site.
- Formal agreement of a transfer date for Haxby Hall care home to Yorkare homes.

| Reports to | Executive, CMT, Project Board, DMT | | Exec member | Cllr. Carol Runciman and Cllr Denise Craghill | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Burnholme Health & Wellbeing Campus Capital Programme |

**Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee)**

- Executive July 2015 [https://democracy.york.gov.uk/ieListDocuments.aspx?Cld=733&MId=8840&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?Cld=733&MId=8840&Ver=4)
- Executive October 2015 - Grove House and Oakhaven Older Persons’ Homes [https://democracy.york.gov.uk/ieListDocuments.aspx?Cld=733&MId=8842&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?Cld=733&MId=8842&Ver=4)
- Executive May 2016 - Delivery of Community Facilities at the Burnholme Health & Wellbeing Campus [http://modgov.york.gov.uk/ieListDocuments.aspx?Cld=733&MId=8884&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?Cld=733&MId=8884&Ver=4)
- Executive July 2016 Demonstrating Progress on the Older Persons Accommodation Programme [https://democracy.york.gov.uk/ieListDocuments.aspx?Cld=733&MId=9303&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?Cld=733&MId=9303&Ver=4)
- Executive November 2016 (Willow house OPH) Executive December 2016 - Older Persons' Accommodation Programme Update / Burnholme Health & Wellbeing Campus: Key Decisions to further progress this development / Lowfield Green Development: Moving forward to deliver a care home, health facility and housing / Haxby Hall Older Persons' Home: A Sustainable Future https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4

Executive Feb 2017 - Sale of Land at Fordlands Road as Part of the Older Persons' Accommodation Programme https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310&Ver=4

Executive March 2017 - Oakhaven Extra Care Facility: the sale of land to facilitate the development https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4

Executive March 2017 - Burnholme: the sale of land to facilitate the development of a Care Home; agreement to management arrangements for the Community & Library facilities; disposal of the Tang Hall Library site https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4

Executive August 2017 - Investment in New Extra Care Accommodation for Older People at Marjorie Waite Court Following the Closure of Burton Stone Lane Community Centre https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4

Executive August 2017 - A Further Phase of the Older Persons' Accommodation Programme Deciding the Future of Woolnough House Older Persons' Home https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4

Executive September 2017 - Demonstrating Delivery of the Older Persons' Accommodation Programme https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10191&Ver=4 | Date | Title | Link | |--------------------|----------------------------------------------------------------------|----------------------------------------------------------------------| | Executive October 2017 | Disposal of Willow House, Walmgate, York | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10192&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10192&Ver=4) | | Executive December 2017 | A Further Phase of the Older Persons’ Accommodation Programme: Deciding the Future of Windsor House Older Persons’ Home | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10194&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10194&Ver=4) | | Executive January 2018 | Securing a Sustainable Future for Haxby Hall Older Persons’ Home | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10195&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10195&Ver=4) | | Executive February 2018 | Disposal of Willow House | [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4) | | Executive March 2018 | Investment at Lincoln Court to Create an Independent Living with Support Facility | [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10189&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10189&Ver=4) | | Executive April 2018 | Deciding the Future of Morrell House Older Persons Home | [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10197&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10197&Ver=4) | | Executive July 2018 | Delivering Improved Sports and Active Leisure Facilities at Burnholme | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101470&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101470&Ver=4) | | Executive September 2018 | Demonstrating Delivery of the Older Persons' Accommodation Programme and Preparing for Further Action | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101472&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101472&Ver=4) | | Executive November 2018 | A Further Phase | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101474&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=101474&Ver=4) | | Executive March 2019 | Investment in the Redevelopment of Lincoln Independent Living Scheme | | | Executive January 2020 – The Transfer and Transformation of Haxby Hall Care Home (by way of long lease) and associated land transactions. | | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11469&Ver=4 | | Executive March 2020 - Lowfield Green: Responding to Older Persons' Accommodation Needs. | | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11115&Ver=4 | York Central is a key strategic development site for economic growth and housing delivery for the city. The majority of the land is in the ownership of Network Rail and Homes England. CYC have a role to play in de-risking the site and accelerating delivery with public sector partners. In recent months, the site and the opportunity it presents have been positioned at all levels of Government as a priority site for support to enable delivery of locally-led regeneration and development schemes. The capacity for the site to contribute to the achievement of the local plan housing targets is also a key consideration.

| Overall status this period (Nov) | Overall status previous period (Oct) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Tasks & Milestones Status Explanation**

- The programme is driven by partner organisational delivery imperatives and funding availability. The programme indicates that milestones are achievable but there is very little float/ scope for slippage and the project is complex with many communities of interest.
- The project remains on target to deliver infrastructure works to funding deadlines and housing/economic benefits to City.
- City of York Council and WYCA have released additional funding whilst the MHCLG the conditions on award now awaited. In the interim CYC are supporting scheme off plot infrastructure detailed design and Reserved Matters Planning Application and IP1 Infrastructure.

**Risks Status Explanation**

- Risks associated with the project are complex and interdependent. Active risk management is ongoing.

**Issues Status Explanation**

- Planning RMA submission April 2020, committee date November 2020
- Partnership Agreement to be signed,
- S106 signed
- MHCLG funding award, conditionally awaited
- Pricing with Contractor under way - submission autumn 2020.

**Current status**

- Stage 4 Design is progressing.
- Infrastructure delivery partner for Phase 1 Infrastructure pricing IP1 and IP2 packages
- The WY+TF Full Business Case has been conditionally approved by WYCA.
- Funding was awarded in the March 2020 Budget.

**Future outlook**

- Progressing stage 4 Design.
- Infrastructure delivery partners for Phase 1 Infrastructure are pricing IP1 and IP2 packages.
- The WY+TF Full Business Case has been conditionally approved by WYCA, working through programme of condition discharge.
- Funding was awarded in the March 2020 Budget, and confirmed to Homes England and Network Rail – Joint Venture.

| Reports to | York Central government structures and the Executive. | |------------|------------------------------------------------------| | Exec member | Cllr Keith Aspen | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Local Plan Policy, Economic Strategy, City Transport Policy and external funding bids. | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive December 2015 – York Central and Access Project [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8844&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8844&Ver=4) | | | Executive July 2016 – York Central [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4) | | | Executive November 2016 - Consultation on access options / Third party acquisitions [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4) | | | Executive July 2017: Project and Partnership Update [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4) | | | Executive November 2017 - Preferred Access Route and Preparation for Planning [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10193&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10193&Ver=4) | | | Executive March 2018 - York Central Access Construction [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10189&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10189&Ver=4) | | Date | Title | Document Link | |--------------------|----------------------------------------------------------------------|--------------------------------------------------------------------------------| | Executive June 2018 | Masterplan and Partnership Agreement | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469&Ver=4) | | Decision Session August 2018 | York Central Design Guidelines | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=875&MID=10847#AI49619](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=875&MID=10847#AI49619) | | Executive August 2018 | York Central Update – Western Access | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10471&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10471&Ver=4) | | Executive November 2018 | York Central Enterprise Zone investment Case | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4) | | Executive January 2019 | York Central Partnership Legal Agreement | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10476&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10476&Ver=4) | | Executive July 2019 - York Central Partnership Update | | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11107&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11107&Ver=4) | | Executive October 2019 – Update | | [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4) | | Executive July 2020 – Update | | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12295&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12295&Ver=4) | City of York Council (CYC) is one of the principal land owners in the area around Piccadilly, the Eye of York, St George’s Field and the Foss Basin. This area is being referred to as the Castle Gateway and many parts of the area are underused, semi derelict or of poor quality. Many of the properties are for sale or owned by investors and there is a risk that the area will continue to be blighted or that important sites will be developed in a piecemeal manner. The area is urgently in need of a fresh vision to improve the locality and create a socially and economically sustainable future. As the principal landowner, CYC will be instrumental in delivering a joined-up regeneration of the area which will maximise social and economic benefits for the City.

### Overall status this period (Nov) vs Overall status previous period (Oct)

| Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | |-------|---------|-------|-----------|-------------------|-----------------------|-------------------|-------|--------| | Nov | | | | | | | | | | Oct | | | | | | | | |

**Costs Status**

The Executive approved a further budget of £2.15m to take the project through to the next decision point at the end of 2020. The Executive have revised the delivery plan in response to COVID-19, but the new actions remain within the scope of the existing budget and the project remains on target to be delivered within that budget. There is still uncertainty as to the impact of COVID-19 on elements of the project affecting the cost of delivery, including the timescales and build costs.

**Financial Benefits Status**

A GVA assessment of the proposed masterplan has been undertaken by WYCA. They assess the GVA benefits of the proposals to be £360m for the Leeds City Region. However, realising these benefits is dependent on the successful delivery of the whole masterplan which will require significant investment from the council and other public bodies.

**Risks Status**

This is a complex project to deliver an ambitious masterplan, and as such it has significant risks to its delivery. Whilst mitigation and monitoring of risks is being undertaken, the project is likely to remain at risk throughout delivery.

**Issues Status**

Issues remain under review.

### Current status

**Delivery Strategy**

The Executive considered a report on the delivery strategy for phase 1. Reaffirming that the aims and objectives of the masterplan are still relevant, the Executive took the decision to proceed with procuring a contractor for the Castle Mills scheme, and bring forward the design of the public realm on the Castle and Eye of York site. This public realm would be designed to a world class standard, with options identified within the design to delivery lower costing alternatives to give flexibility depending on the funding pressures.

In summer 2021, the Executive will review the costed detailed design of the Castle Mills scheme, and the costed design of the public realm at Castle and Eye of York. The requirement for parking in the area will be reviewed and the decision as to how to proceed. A decision on the delivery strategy for 17-21 Piccadilly, and the procurement of a construction partner for St George’s Field, will remain on hold until this point.

COVID_19 The impact of COVID_19 continues to be seen in a number of the Castle Gateway work streams, with a number of the Major Projects and Regeneration Team supporting the economic recovery of the city. The approval to proceed with the procurement of a contractor for Castle Mills, and to design the public realm on Castle car park will re-focus the majority of the team to delivering these projects.

Castle Mills and St George's Field Officers continue to respond to comments relating to the planning applications and will continue to work with planning officers to resolve any issues to ensure the successful achievement of planning permission. A number of updated planning documents and drawings have been submitted to Planning. These respond to the comments made by statutory consultees including the Environment Agency, Yorkshire Water and City of York Council technical officers. Officers will continue to respond to any further comments relating to the planning applications.

Castle Mills Procurement The contract and tender documents have been finalised for a contractor to undertake the RIBA 4 design and provide a price for construction for the Castle Mills scheme. The tender documents went live on the 6th November through the YorBuild Framework, with the closing date for tender returns being the 4th January 2021.

West Yorkshire Transport Fund Work continues to progress on the funding bid to outline and full business case stages, led by the council's consultants WSP. **Tower Gardens** The public consultation on the Draft open brief for Tower Gardens has closed. The feedback received from this consultation will inform the longer term plans for the area, whilst in the short term a number of new benches have been ordered and small scale improvements have been identified to be delivered by some outstanding section 106 funding.

**Future outlook**

**Castle Mills Procurement** Officers will respond to clarification requests from contractors on the framework as they complete their tender returns. The closing date for tender returns is the 4th January 2021.

**Castle Mills and St George’s Field Planning Applications** Both schemes are due to be considered by Planning Committee in November 2020.

**Castle and Eye of York** Following a project inception meeting, the design work will commence for the Castle and Eye of York area, based on the public brief which has been written for the area. At various points through the decision phase, the design options will be tested through the My Castle Gateway project.

**Reports to** The Executive sponsor for the Castle Gateway is the Leader of the Council in his remit as Executive Member for Finance and Performance. The Executive have approved a whole series of recommendations over the last three years to advance the project, with delivery of these being the responsibility of the Castle Gateway Working Group. This working group was established in January 2017 and serves as the project board and meets on a monthly basis. It is chaired by the Director for Economy and Place, and the wider interests of the council are represented by the Assistant Directors for Regeneration and Asset Management; Planning and Sustainable Development; and Transport, Highways and the Environment. The group also has Heads of Service for legal, finance and property.

The working group is the key interface point with wider stakeholders, with the project manager and Assistant Director for Regeneration and Asset Management chairing the Castle Gateway Advisory Group (which consists of key stakeholders and principal custodians of the city) and the My Castle Gateway public engagement partnership. The interests of the formal partnership with York Museums Trust will also be represented by the same individuals and outcomes and decisions fed back in to the working group.

The Castle Gateway project manager has defined expenditure levels under the Council’s Contract Procedure Rules. Any decisions that are outside the remit of previous recommendations from the Executive are taken to the appropriate decision making route as set out by the council’s governance and decision making framework. Dependent on the nature and scope of the issue this may be an officer decision, Executive Member decision, or require a full Executive decision.

| Exec member | Cllr Nigel Ayre | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Local Plan Policy, City Transport Policy | | Link to paper if it has been to another member meeting | Executive October 2015 - York’s Southern Gateway [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4) | | | Executive November 2016 - Land Assets on Piccadilly [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9307&Ver=4) | | | Executive January 2017 – Update York Castle Gateway [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9309&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9309&Ver=4) | | | Executive August 2017 - Proposed Temporary Use of Part of Castle Car Park [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4) | | | Executive April 2018 - Castle Gateway Masterplan [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10197&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10197&Ver=4) | | | Executive October 2018 - Proposed Temporary Uses of Part of Castle Car Park [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10473&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10473&Ver=4) | | | Executive October 2019 – Update | | http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4 | |---------------------------------------------------------------| | Executive January 2020 – Phase One Delivery Strategy | | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11115&Ver=4 | | Executive October 2020 – Update and Business Case Review | | https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12297&Ver=4 | The 'Local Plan' is a citywide plan which sets the overall planning vision and the spatial land use strategy for the city. It provides a portfolio of both housing and employments sites for at least a 15 year period and will set the Green Belt boundaries for York. In addition it incorporates both policies and approaches to set the context for development management decisions. Effectively, it sets out the opportunities and policies on what will or will not be permitted and where, including new homes and businesses.

The Local Plan must be accompanied by an infrastructure delivery plan setting out the Council’s approach to strategic infrastructure and its funding. All housing and employments sites included must be viable and deliverable this is directly linked to future approaches to planning gain i.e. CiL and S106.

In response to both the Council resolution in autumn 2014, and the changed national and local context, officers have initiated or a series of work streams to inform the next stages of plan production. This relates to housing need, economic growth and the related need for employment land, and detailed site assessments.

The production of the plan has to be in accordance with statute and national guidance. This includes a legal requirement to work with neighbouring authorities. It also means that the plan must be subject to Sustainability and Environmental Assessments. It will also ultimately be subject to an independent examination by a government inspector.

| Overall status this period (Nov) | Overall status previous period (Oct) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Scope Status Explanation** Take the Local Plan through examination in public (EIP) and to adoption as statutory development plan for York.

**Costs Status Explanation** Cost associated with EIP, modifications consultation and adoption.

**Resources Status Explanation** The Forward Planning Team has reduced in size following the loss of members of staff. Resourcing needs to be sufficient to ensure the timely completion of work for submission to the Inspectors and to enable preparation for phase 2 hearing matters in detail.

Inspectors issued their letter on phase 1 hearing sessions on 12 June 2020 setting out three options to proceed. Officers responded with an initial letter on 22 June 2020 and intend to provide a more detailed response as to how to proceed asap. The Inspectors also issued a letter on 9 July 2020 regarding whether there had been a meaningful change in York's housing requirement following the release of the 2018 based household projections. The Council responded to the Inspectors letters to confirm that we are satisfied we can continue with the housing need and requirement as previously discussed. The Inspectors response confirmed that we will need to consult on the evidence base recently submitted, subject to their confirmation following receipt of all documents. Further phase 2 hearing sessions on the remainder of the Plan will then be requested by the Inspector subject to their conclusions on phase 1 matters.

Risks associated with examination of Local Plan by Planning Inspectorate. Delay to examination process as a result of resourcing.

Current status

Appointed planning inspectors have completed phase 1 of the examination of York’s Local Plan. The initial hearing sessions took place at York Racecourse from 10th to 18th December.

More information about the hearings is available to view at: www.york.gov.uk/localplanexamination

The Local Plan sets strategic priorities for the whole city and forms the basis for planning decisions; it must be reviewed at regular intervals to be kept up to date. The first phase hearing sessions covered the strategic principal matters identified by the inspectors including:

- legal compliance
- housing need and
- the York Green Belt

The inspectors took into account the comments submitted to-date, as far as they related to soundness considerations such as whether the plan is justified, effective and consistent with national policy.

The Forward Planning Team are currently completing a number of ‘Homework’ items requested by the inspectors’ for their consideration in conjunction with the Phase 1 hearing sessions. The majority of this is now submitted. Officers are prioritising the completion of outstanding work.

The Inspectors wrote to CYC on 12 June 2020 outlining their conclusions in relation to the first phase examination hearing sessions. Focus of the letter was on the Green Belt approach, which was in general conformity with the saved RSS policies. However concerns were raised regarding the GB methodology used to assess the inner boundaries. Three options of how to proceed were presented by the inspectors.

Officers sent an initial letter on 22 June 2020 welcoming the conclusions thus far and setting out their intention to seek to justify the boundaries through clarification of the evidence base.

Following the release of the 2018 based sub-national Household Projections, the Inspectors wrote to the council on 9th July 2020 asking whether this would lead to a material change in York’s proposed housing requirement. The Council have commissioned technical advice from consultants and on 6th October provided written confirmation to the Inspectors that the Council would continue to support an OAN of 790 dpa and a housing requirement of 822 dpa.

**Future outlook**

We are currently finalising a number of documents to complete the Phase 1 hearing sessions and anticipate submissions to the Inspectors.

| Reports to | Executive, Local Plan Working Group | | Exec member | Cllr. Keith Aspden, Cllr Andrew Waller and Cllr Nigel Ayre | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | Deliverability of York Central | | Link to paper if it has been to another member meeting | Executive July 2015 [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8840&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8840&Ver=4) | | | Executive June 2016 City of York Local Plan – Preferred Sites Consultation [http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9191&Ver=4](http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9191&Ver=4) | | | Executive December 2016 – Update on Preferred Sites Consultation and Next Steps [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4) | | | Executive January 2017 - Update on Local plan [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9309&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9309&Ver=4) | | | Executive July 2017 | | Date | Event Description | Document Link | |--------------------|-----------------------------------------------------------------------------------|-------------------------------------------------------------------------------| | January 2018 | Local Plan Working Group | [Link](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4) | | | Update | [Link](https://democracy.york.gov.uk/documents/s120857/LP%20LPWG%20FINAL%20REPORT.pdf) | | January 2018 | Executive Update | [Link](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10195&Ver=4) | | May 2018 | Executive May 2018 City of York Local Plan – Submission | [Link](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10198&Ver=4) | | September 2018 | Executive September 2018 Supplementary Planning Documents to support the emerging York Local Plan | [Link](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4) | | March 2019 | Executive March 2019 Update | [Link](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10479&Ver=4) | The Community Stadium project will deliver a new football and rugby stadium for professional sport and community sport and leisure facilities for the city of York. The project also includes a new athletics facility for use by York Athletic Club as well as many community uses and work with community partners.

The core project objectives are to provide a new Community Stadium within a new leisure facility complex on the grounds of the existing Huntington Stadium / Waterworld swimming pool.

This project represents an opportunity to create one of the country’s most far reaching community stadium complexes.

| Overall status this period (Nov) | Overall status previous period (Oct) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Costs Status Explanation**

- Adoption and design issues with the site road and drainage could lead to delay and increased cost. Outcome of any claim for time and delay could result in additional cost. Commercial land receipt awaiting confirmation of further tenants.
- Covid-19 delays and restrictions may increase costs of facility mothball depending upon the length of time restrictions are in place.

**Tasks & Milestone Status Explanation**

- Build delay confirmed which moves the summer 2019 completion and subsequent handover to an end of 2020 opening. This is due to a number of build factors as well as the impact of covid and the extent is still to be fully determined.
- Licensing, commissioning, testing and certification of the site is now complete.
- Buildings now fully complete.
- Clearly covid restrictions are a major issue to time and delivery and the full impacts of this are unknown at present.

**Risks Status Explanation**

- Covid-19 restrictions are affecting all progress on site and continue to impact completion.

**Issues Status Explanation**

- Issue of the highways and drainage works is significant but is now being progressed to completion.

- Covid-19 restrictions are affecting all sites and potential for further disruption depending upon length of time restrictions are in place. This is a current issue affecting site but has further risk implications as captured in the risk log. In the last six months of the project, progress has been made as follows:

- Internal fit outs are ongoing.

- Tenant now secured for the lantern unit with legal agreements ready for execution.

- Additional tenant for the lantern remainder area now being progressed as well as gym usage.

- Confirmation of full delay and completion is awaited from GLL.

- Build main structures are all complete, and commissioning and testing programme is now complete.

- Pitch construction now complete.

- Floodlights all in and complete.

- All 3 pools complete.

- Seats now complete in all stands.

- Sponsorship and naming rights contract complete and approved.

- Signage complete and in place.

- Cinema complete and open as of December 2019.

- Starbucks restaurant complete and open as of December 2019.

- Bowling and golf open as of August 2020.

- External highways site works to complete autumn 2020.

- Building control sign off and certification of all buildings September 2020.

- PC expected end of 2020 in line with the above works.

Future outlook

The next steps for the project are as follows:

- Completion of the road and connections by end of November 2020.
- Drainage works to complete by December 2020.
- Snagging for all stadium and leisure areas ongoing through 2020.
- Confirmation of tenants for the commercial unit by April 2021.
- Lantern tenant now confirmed with additional tenant now progressing.
- Stadium and leisure site build completion including highways by autumn 2020.
- Commercial and community tenants fit out July 2019 to end of March 2021.
- Stadium, Leisure and Hub Tenant fit out expected from January 2021 onwards dependent upon covid regulations in place at that time.
- Commercial site Cinema opened December 2019, rest to follow in 2021 due to covid.
- Final building checks and sign offs now complete.
- Systems checks and certification now complete. • Full handover now expected by end of 2020.

All of the above is impacted and delayed due to covid restrictions on gatherings, sports events, workforce and materials supply. Site is working on a reduced workforce at present. Materials supply is also restricted due to suppliers not having stocks, reduction in workforce, unable to source certain specific supplies. Factory and production centres being closed or working on reduced staff numbers and therefore greatly reduced output.

All sports testing and licensing activities are subject to covid restrictions on gatherings and events and the latest guidance. Awaiting Government confirmation on events and crowds and also an improvement in the supply chain. Buildings are complete and commissioned end of August 2020. Sporting restrictions and public gatherings will need to be lifted for traditional test events. At present systems testing and certification of the buildings is complete, external highways works and drainage are the final works to completion and expected by end of 2020 with handover and opening to follow after the Xmas period in line with the GLL statement. Preparations are now ongoing with all tenants on final handover.

| Reports to | Project team report to the Director of Finance and prepare reports to the project Board. The project Board Chair updates Exec and Full Council when needed. Subject to Audit and Governance scrutiny. | | Exec member | Cllr. Nigel Ayre | | Director responsible | Ian Floyd – Chief Operating Officer | | Dependencies | Yearsley review. The continued operation of Yearsley is Potentially linked to the DBOM contract proposed. | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Full Council March 2016 [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=331&MId=8836&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=331&MId=8836&Ver=4)\
Executive December 2016 – Update report [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9308&Ver=4)\
Executive March 2017 [http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4](http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4)\
Executive July 2017 - Community Stadium & Leisure Facilities Report | http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10406&Ver=4

Executive October 2017 - Project Report http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10192&Ver=4

Executive September 2018 - Project Update http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4 City of York Council vacated the Guildhall in April 2013, moving to West Offices as part of the Admin Accommodation programme, in order to make approx. £1m pa savings. An evaluation of potential future uses had already been undertaken, and following further feasibility work and review a decision on the Future of the complex was taken by Executive in October 2015. Approval was granted for detailed project development work to secure the future of the Guildhall as a serviced office venue; with virtual office and business club facilities, maximising the benefits of the different spaces within the complex, its heritage appeal, and also ensuring ongoing council use and public access in a mixed use development.

| Overall status this period (Nov) | Overall status previous period (Oct) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Costs Status Explanation**

- The discovery of ancient remains in the north range excavations generated an archaeological investigation which has now been completed, this event has further extended the contract.
- Further archaeological remains have been discovered in the basement of the retained section of the annexe this has resulted in 5 weeks excavation up to 2 weeks may affect the critical path of the project the contractors flexibility has greatly reduced the full impact.

**Resources Status Explanation** Site is currently advancing as planned however we may face delay in the near future as the contractor is reporting that their supply chain is becoming fragile due to staffing difficulties and forced closures specifically for:

- Steel erectors labour
- Loss of key staff due to living with at risk family members

**Financial Status Explanation** The business case for delivery was agreed by Executive in February 2019 - where the project costs and the financial benefits were approved by Executive in parallel with the final project costs.

**Tasks & Milestones Status Explanation**

- The archaeological investigation to the North Range has been completed and piling can now continue.
- The piling to the main building was completed in early August.
- The re roofing of the Guildhall has commenced, erection of the protective scaffold has enabled the oak structure to be examined closely, the oak structure was found to be in very good condition.
- The scaffold to the riverside has been erected with a view to commencing the reroofing of the council chamber block and the external facade works. The north range substructure is advancing well and will be completed on time for the steel structure erection planned to commence in late December.

Archaeological discoveries in the excavation for the north range substructure have delayed the works for circa 6 weeks, a plan of investigation and protection of the discoveries was implemented and completed in advance of the piling the research and recording is being completed off site to avoid further disruption of the work.

On completion of the piling, the risk of finding obstructions has now been overcome, the risk was significant contributing to the red status.

The ongoing risk of river levels rising above 2m above average summer level remain in place until the use of the river declines.

Supply chain is reporting difficulties in certain areas, full list in resources field.

Additional archaeological discoveries may impact progress.

Progress has been made with access agreements.

### Current status

#### Statutory Consents / Approvals

- Executive approval February 2019 to advance to the construction stage.
- Planning and LBC approvals granted 16 Feb 2017.
- Executive approval for scheme delivery 16 Mar 2017.
- Full Council approval of budget requirement 30 Mar 2017.
- Grant Agreement letter signed with WYCA 7 Apr 2017 securing £2.347m of LGF funding from LCR LEP to support project delivery.

#### Project Progress

- Construction commenced on the 16th of September 2019.
- All piling completed and the ground beams to the north range are under construction.
- The re-roofing of the main hall and the south range are advancing well.
- External stonework repairs have now commenced.

#### Future outlook

- Complete all foundations to the project to ready for steel erection on the north range new build.
- Complete the re-roofing of the main Guildhall.
- Complete external facade renovation.

### Reports to

| The Guildhall board reports to Economy and Place DMT and PM updates Executive member and Executive when required for updates and approvals. | | Exec member | Cllr Nigel Ayre | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | |----------------------|-----------------------------------------------------| | Dependencies | Local plan | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive October 2015 - The Future of York's Guildhall & Riverside\
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8842&Ver=4\
Scrutiny – 13 June 2016\
http://modgov.york.gov.uk/ieListDocuments.aspx?CId=144&MId=9420&Ver=4\
Exec July 2016 - Detailed Designs & Business Case\
http://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9303&Ver=4\
Executive March 2017 – The Development of the Guildhall Complex\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4\
Executive May 2018: The Development of the Guildhall Complex\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10198&Ver=4\
Executive February 2019: Redevelopment Tender Evaluation & Project Business Plan Appraisal\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11007&Ver=4 | Project title | Outer Ring Road (A1237) ---|--- Reporting period | November 2020

Description

This project combines the previously separate schemes - YORR roundabout upgrades & YORR dualling (phase 1). This project has already delivered an upgrade of the Wetherby Road roundabout in 2018/19 to the new standard 3 lane approaches and 2 lane exits on the A1237. This project will continue by upgrading the stretch of the A1237 to dual carriageway standard between the A19 junction and Little Hopgrove junction, including the upgrade of the 5 roundabouts on this stretch to the standard already set by the Wetherby Road upgrade. This project will increase the capacity of the ring road, particularly of the roundabouts being upgraded, to reduce orbital and radial journey times. The A1237 roundabout at Great North Way will also be improved as part of this project (although this lies outside the stretch which is to be dualled).

| Overall status this period (Nov) | Overall status previous period (Oct) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

Tasks & Milestones Status Explanation

The pre-planning consultation process due to end in August will now end in November 2020.

Risk Status Explanation

Risks are being monitored daily.

Issues Status Explanation

Landowners are not content about the level of improvements proposed for frontage to their site.

Current status

1. The initial pre-planning consultation for the scheme commenced in late September and is running through to mid November 2020.
2. Negotiations continue to attempt to acquire land for the scheme.
3. An invitation to tender for the Ground Investigation work is in progress.
4. An invitation to tender for the Land Agent role is in preparation.
5. The DfT have notified WYCA that the dualling funding grant will be devolved to them in due course, and that a single assurance process will be undertaken.
6. Preparations for further surveys to gather data between the junctions have been made.

Future outlook

1. Manage and gather data from the consultation process to present in a future report.
2. Appoint a Ground Investigation Contractor.
3. Undertake the procurement process for a Land Agent.
4. Work closely with WYCA to implement a single assurance process.
5. Work with local landowners to understand their points of view about the scheme proposals.
6. Prepare preliminary structures designs and liaise with Network Rail about Scarborough Line overbridge.

| Reports to | Project reports into the Transport board, Project Board and Lead Members Board | | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | LTP4, Local plan | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive W Yorkshire Transport Fund – 24 Nov 16 [http://democracy.york.gov.uk/documents/s110381/WYTF%20Exec%20Nov%202016%20v5.pdf](http://democracy.york.gov.uk/documents/s110381/WYTF%20Exec%20Nov%202016%20v5.pdf) | | | Executive July 2017 - Proposed York Outer Ring Road Improvements / Approach to Deliver [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10188&Ver=4) | | | Executive December 2018 - A1237 Outer Ring Road – Dualling Update [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10475&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10475&Ver=4) | | | Executive September 2019 - Improvements Update [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109&Ver=4) | | | Executive February 2020 – Dualling from A19 Rawcliffe to A64 Hopgrove [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11116&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11116&Ver=4) | | | Executive June 2020 – Phase 1 Dualling - Procurement Strategy, Approach to Public Engagement and Landscaping [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12293&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12293&Ver=4) | Project title | Housing Delivery Programme ---|--- Reporting period | November 2020

Description

The accelerated delivery of mixed tenure housing across multiple sites in the city.

| Overall status this period (Nov) | Overall status previous period (Oct) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

Financial Status Explanation

Financial modelling has been undertaken to inform the delivery programme. Risks remain around build costs for the remainder of the programme as well as sales receipts from open market and shared ownership homes. To be reviewed following Covid-19.

Non Financial Status Explanation

Commitment to deliver added social value through the Housing Delivery Programme. This needs to be embedded into all design and construction work and the sales and lettings process.

Risks Status Explanation

Detailed risk register has been formulated to identify all key risks, assign responsibilities and determine potential mitigation measures.

Current status

Lowfield

- Construction work and sales programme is continuing

Burnholme

- Planning application submitted
- Stage C cost plan finalised

Duncombe Barracks

- Planning application submitted
- Stage C cost plan finalised

Ordnance Lane

- Now in stage C
- The SI and Asbestos surveys have now been undertaken
- Parking strategy has been refined

Future outlook

- Lowfields - completion and handover of show homes with fit-out to follow
- Duncombe Barracks - comments on planning application
- Burnholme - comments on planning application
- Ordnance Lane - ongoing engagement and progressing scheme design to planning

| Reports to | Project team consisting of officers at the council who will advise on specialisms such as legal, housing, finance, and procurement. This project team feeds into the Housing Delivery Programme Board, which consists of senior officers and managers. The board guides decisions shaping the programme, setting objectives, scope, and timelines for projects. The board reports into the HCA as part of the partnership arrangement as well as One Public Estate. When milestones are met the programme will report into 'Capital and Asset Board' and 'Health, Housing and Adult Social Care' and 'Employment and Place' Management Teams for co-ordination and major project issues. Decisions taken by the Council Management Team followed by Executive. | | Exec member | Cllr. Denise Craghill | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | None | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | March 2017 Executive Meeting\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9311&Ver=4\
December 2017 Executive Meeting

- Delivering Health and Wellbeing facilities for York
- Establishing a Delivery Model and the Scope of the Programme
- Delivering the Lowfield Scheme\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10194&Ver=4\
  July 2018 Executive Meeting - Proposals\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10470&Ver=4\
  October 2018 Executive Meeting - Duncombe Barracks, Burton Stone Lane\
  https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10473&Ver=4\
  January 2019 Executive Meeting- Building More Homes | | Date | Meeting Title | Document Link | |------------|-------------------------------------------------------------------------------|-------------------------------------------------------------------------------| | September 2019 | Executive Meeting - Housing Delivery Programme Update | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10476&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10476&Ver=4) | | October 2020 | Executive Meeting – Phase 2 of the Housing Delivery Programme | [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12298](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=12298) | City of York Council with its partners are planning to:

a. Deliver a feasibility study to explore the opportunities and benefits of building a Specialist Disabled Children Short Break Facility in York.

b. To expand the Family Intensive Rapid Support Team (FIRST) to incorporate a therapeutic short break residential element and to explore the opportunities and benefits of increasing the service offer to neighbouring Local Authorities across the region.

The project is part of the wider development of services for disabled children and young people across the city and provides the council with an opportunity to:

- Invest capital in developing a ‘Disability Centre of Excellence’ which has the potential to be a leader in innovative practice both regionally and nationally.
- Make York Home for more disabled children and young people by reducing out of Area placements.
- Develop and invest in service provision in order to generate future savings and income generating potential.
- Deliver better outcomes for disabled children and young people including those with the most complex needs.

FIRST is a specialist Clinical Psychology led service that supports families with children/ young people who have a learning disability, autism and the most complex behavioural needs. FIRST provides intensive assessment and intervention for children and their family at the point of potential placement breakdown.

The proposed Specialist Disabled Children Short Break Facility would potentially incorporate and replace the short break residential provision currently provided at The Glen and Glen House.

| Overall status this period (Nov) | Overall status previous period (Oct) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | Oct | | | | | | | |

**Risks Status Explanation**

- Practical Completion date 30th October 2020 achieved. | Issues | Status | Explanation | |--------|--------|-------------| | | | • Continued risk of further delay due to Covid 19 second wave during mobilisation period. | | | | • Impact on Covid-19 has been quantified and costs agreed. | | | | • Further delay to Practical Completion requested (30th October 2020) - handover now achieved. | | | | • Covid second wave lock-down during mobilisation. |

**Current status**

**Finance**

- Client contingency is being monitored closely to ensure risk items and provisional sums remain within contingency budget.
- There is an agreed payments schedule, linked to build milestones to draw down NHSE Transforming Care Capital Grant.
- Furniture and equipment and additional fit-out costs have been priced and orders raised.
- Expenditure closely monitored against budget.

**Risks**

- Delay due to cessation of work on construction site due to health & safety concerns relating to Corona virus pandemic.
- Covid-19 second wave lockdown potential delay to mobilisation and fit-out.

**Programme**

- Works on site ceased 23rd March and recommenced (phased) 27th April 2020.
- Extension of Time was claimed and agreed as Force Majeure due to Covid-19.
- Further Extension of Time to 30th October 2020 requested by the contractor.
- Practical Completion achieved 30th October 2020.
- Service planned to be open to children short break overnight stays from 23rd November 2020.

**Communication and engagement**

- Regular residents newsletter agreed and circulated, both in paper form to residents and electronically to stakeholders.
- New name selected by children who use the service "The Beehive" and press release issued.
- Graphic/logo for The Beehive is in use.
- Plans for video/filming for staff, children and families familiarisation purposes as well as to share with partners and stakeholders.

### Governance

- Risks and decisions are being monitored, recorded and agreed through quarterly Project Board.
- Delay reported to Corporate Management Team.
- System established for decisions to be made outside of meetings.
- Action Tracker between contractor and client parties and outstanding items/snags closely monitored.

### Future outlook

- Final furniture deliveries, transfer of furniture and equipment from The Glen.
- The Beehive to open to children for overnight short breaks on 23rd November 2020.
- Post-project evaluation to be undertaken to share learning with NHS stakeholders.

### Reports to

- The project is accountable to a Project Board chaired by Amanda Hatton - Director of People.
- The project Board contains representation from Children's Social Care, Health, Education, Adult Services and Finance.
- The project Board is accountable to CEC DMT chaired by Amanda Hatton, Corporate Director of People.
- The project Sponsor is Amanda Hatton.

| Exec member | Cllr Ian Cuthbertson | | Director responsible | Amanda Hatton - Corporate Director of People | | Dependencies | None |

### Link to paper if it has been to another member meeting

- Executive August 2017 - Re-Commissioning a Short Break Service for Adults with a Learning Disability based at Flaxman Avenue, York [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10190&Ver=4)

- Executive January 2018 Develop a Centre of Excellence for Disabled Children and their Families in York [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10195&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10195&Ver=4)

- Executive April 2018 - Revised Recommendation in Relation to the Capital Budget Project title | Provision of School Places ---|--- Reporting period | November 2020

Description

The need to provide sufficient school places for current and future residents is a key statutory duty of CYC and will build an educational infrastructure for the city by forecasting likely demand and supply of school places over the medium term (until 2022/23).

The aims of this project are to identify where and when additional school places will be required, and work with central government and the school community to provide places in good or outstanding schools.

CYC is provided with some 'Basic Need' funding from central government for this purpose and will need to ensure that this and other sources of funding are used to best effect in those areas of greatest need, and to ensure that all educational provision is sustainable in the longer term, working with the school community.

The project represents a significant priority for City of York council in delivering educational opportunities for residents.

| Overall status this period (Nov) | Overall status previous period (Oct) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

Cost Status Explanation

Future Basic Need funding is likely to be very limited and housing developer contributions may not meet the expected requirements for educational infrastructure across all sites. This is being addressed through the Local Plan required infrastructure process, but these requirements exceed any current capital for the costs.

Current status

Capacity

- Work continues this period to ascertain from schools' responses to the Net Capacity Survey, whether any changes have been made to buildings or building use that could impact on the net capacity of schools.
- Site visits have been completed for those schools rated 'A' in the Net Capacity Review.

Communication

- There has been continued communication with developers of some proposed and forthcoming housing sites and with those officers overseeing the draft. • Local plan and future infrastructure plan for the city, as well as with the impacted MATs. • Communication is also ongoing to discuss solutions to address the pressures around secondary school place requirements in the south east of the city. • Communication continues around plans to increase secondary school places in the west of the city.

Data Modelling • It has been necessary to further delay the reporting of feedback from SCAP 2019 to the YSAB School Organisation sub-group, due to the immediate pressures schools are experiencing responding to the global pandemic.

Forecasting • The forecasting process has continued to be updated this period, in preparation for the release of the forecasts to schools early next year.

Policy • Work has continued this period on the admissions consultation for the school year beginning in September 2022, which is now live. • Following on from analysis of pupil yield data from recent large housing developments to allow the reassessment of primary and secondary pupil yields, the introduction of a specialist educational needs pupil yield and the formal approval of an operational capacity and minimum clawback period, the percentage pupil yield will not be updated for 2020. Talks with the Forward Planning Department have suggested a way forward with this for 2021. • A school services Covid 19 risk register continues to be monitored to stay aware of potential risks that might affect school places as a result of the global pandemic.

Future outlook

Capacity • Continue to reassess the requirement for net capacity assessments and compete net capacity assessments at identified schools.

Communication • Continued engagement with local schools and academy trusts to gather their views and identify any potential plans about how they could assist in providing for future need; this will now take place in part through the formation of a YSAB School Organisation sub-group. • Continue to liaise regarding the proposal to address secondary school place requirements in the Secondary Planning Area - South East York. • Continue to move forward proposals to address the secondary school place requirements in the Secondary Planning Area - West York. • An update on the project’s position will be communicated on York Education.

Forecasting • Continue to monitor school in-year admission requests to explore any changes seen in net migration as a result of the global pandemic.

Policy • Continue work on the admissions consultation for the school year starting September 2022. • Continue to work with colleagues in other departments to update the Viability Assessment to determine the impact of alternative pupil yields. • Complete work to determine an appropriate pupil yield for the 16 - 19 age range.

Project Plan • Further develop, communicate and agree the project plan.

| Reports to | Project is overseen by Children, Education and Communities Directorate Management Team and Executive Member for Children and Young People as necessary. | | Exec member | Cllr Ian Cuthbertson | | Director responsible | Amanda Hatton – Corporate Director of People | | Dependencies | Local Plan Policy, Economic Strategy, City Transport Policy | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive February 2018 Admission arrangement for the 2019/20 school year https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4

Executive July 2019 The Provision of School Places and Allocation of School Capital Budgets 2019-2023 to Address Secondary Place Pressures https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11107&Ver=4

Executive October 2019 Archbishop Holgate’s School - Expansion 2020-21 | **Project title** | Housing ICT Programme\
**Reporting period** | November 2020\
**Description**

The Housing ICT Programme is a major ICT enabled business transformation and culture change programme which will deliver a new operating model and systems for the Housing and Building Services teams within the Housing Services Department. Procurement of a new ICT solution will enable customer centric, holistic services to be delivered with first point of contact resolution at a place, time and manner that suits the customer.

| Overall status this period (Nov) | Overall status previous period (Oct) | |----------------------------------|-------------------------------------| | **Scope** | **Quality** | **Costs** | **Resources** | **Financial Benefits** | **Non Financial Benefits** | **Tasks & Milestones** | **Risks** | **Issues** | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Scope Status Explanation**

- Due to the impact of Covid a re-timelined roadmap to deliver the programme has been produced by the Programme Team which is to be presented to Programme Board (6th November) for agreement and ratification. This work included a full review of all modules, interfaces and integrations, workloads, resources and business readiness to develop a realistic, measurable and achievable plan to ensure successful delivery.
- Work has commenced at reviewing the contractual and financial positions, this will be progressed by the new interim Programme Management Team (to be presented to Board 25th November).

**Quality Status Explanation**

- The programme has identified significant pressure against the current timeline which has resulted in moving certain modules into Phase 2.
- A full review of the programme timeline has been completed and key risks to successful delivery have been identified.

**Cost Status Explanation**

- The new Project Sponsor has reviewed the financial position of the programme and has gained agreement from CMT for the work to continue to deliver the system. Work is ongoing with Finance to establish full costs the programme extension.
- Work ongoing with supplier to resolve some contractual issues around technological platforms and impacts on extension to timelines.
- Costs explored with Capita to supply mobile working as integration with corporate Total Mobile has proven unattainable.

**Resources Status Explanation**

- Programme now has new Sponsor Tracey Carter – Interim Director of Place, backed by Michael Jones Interim Assistant Director Housing & Community Safety, the Programme Manager role has now been filled by splitting the task between Kerry Robinson – ICT Programme Manager, Yvonne Burns – Business Change Manager and Karen Streeton – Technical Project Manager.
- One member of the team remains absent. Team still working remotely, supplier consultants are also available remotely.

| Tasks & Milestones Explanation | Once the re-timelined plan has been agreed and ratified by Board it will form the basis of negotiations with Capita to amend the milestone payments to reflect the revised programme timescales. | |--------------------------------|--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------| | Risks Status Explanation | Full risk review across the programme to be completed based on re-timelined plan. | | Issues Status Explanation | Discussions on future governance options being held with Director of Place and Interim Assistant Director of Housing & Community Safety. |

**Current status**

The programme continues in the first stage of implementation, in configuration.

The go-live date was set for Monday 23rd November 2020 but the programme status moved to Red due to technical challenges and amount of work required by the Programme Team for configuration of all modules. Plus COVID affecting availability of resources as the service areas respond to the pandemic and the Programme Team continues to work from home.

**Discussion have commenced with Supplier about current status of project and impacts if a go-live extension was agreed.**

**Future Outlook**

- Work to continue to establish contractual and financial challenges.
- Continued detailed configuration activity and planning.
- Testing and Training Strategy and Plan development and sign-off.
- New programme governance implemented.
- Identification and costing of mobile working offer from Capita.
- Continued mapping of core business processes.

**Reports to**

Programme reports to the Housing ICT Programme Board. This group is chaired by the Assistant Director of Housing with key representatives from the HHASC senior management team. The Programme Manager attends the monthly HHASC Senior Management Team (SMT) and both Housing and Building Services department team meetings to update on the programme.

**Exec member**

Cllr. Denise Craghill

**Director**

Neil Ferris – Corporate Director of Economy and Place | responsible | | |-------------|---| | Dependencies | Digital Services Programme – for delivery of other inter-dependent projects and technical resources | | Link to paper if it has been to another member meeting | N/A | Project title | Smart Travel Evolution Programme – STEP ---|--- Reporting period | November 2020

Description

STEP is a programme of delivery that will prepare York for the coming revolution in adoption of connected and autonomous vehicles and managing whole city mobility. The project aims to achieve this by:

- Improving communications to transport infrastructure and collecting more transport data.
- Building a transport data platform to assist the City to meet big data challenges and making more of this data accessible.
- Improving transport modelling, that allows us to run City wide models at varying scales, in near real time. This allows us to understand the way the transport network is performing and is expected to improve our transport planning activities.

| Overall status this period (Nov) | Overall status previous period (Oct) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

Current status

In the last reporting period:

- Data platform procurement is now out to tender.
- Real time model test system set up and CoYC officers starting to familiarise with software.
- GLOSA supplier started work on system build.
- Systems and data testing started between real time model and prototype data platform continued.
- 3rd party Real Time Speed Data integrated with real time model.

Future outlook

- Data Platform bidder clarifications process.
- Further work on real time model build.
- Strategic Model Local Model Validation Report review.

Reports to

The STEP board reports in to Economy and Place DMT and PM updates executive member and Executive when required for updates and approvals. Key decisions are agreed by the Transport Board before reaching executive member or Executive. | Exec member | Cllr Andy D’Agorne | |-------------------|--------------------| | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | The Transport Capital Programme and TSAR Project | | Link to paper if it has been to another member meeting | **Project title** | Flood Risk – York 5 Year Plan\
**Reporting period** | November 2020\
**Description**

CYC are working closely with the Environment Agency to deliver a range of localised improvements to the cities flood defences, this work – the York Five Year Plan – has been developed following the floods and is supported by Government investment. In addition to this we are working with the EA on a catchment scale study to identify opportunities for wider interventions across the River Ouse catchment to further reduce future flood risks into the long term.

| Overall status this period (Nov) | Overall status previous period (Oct) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Costs Status Explanation**

- The 19 flood cells have a range of challenging technical and environmental elements, the speed of delivery of the whole programme further complicates the delivery.
- Value engineering and robust challenge of all solutions is being carried out across all flood cells but delivery of the core outputs with the available funding will continue to be challenging.
- Existing cells being taken to planning or where construction has commenced represent value for money and will deliver a robust set of flood risk management interventions, this is reviewed closely by the programme board and assured by the EA Large Project Review Group.
- The project team are closely monitoring the available funding and its ability to deliver the programme of works across all flood cells.

**Current status**

- A number of flood cells have construction complete/almost complete.
- Further flood cells at planning determination stage.
- Working with CYC planners to identify the route through COVID restricted planning processes.
- Installation of property flood resilience measures has progressed.

**Future outlook**

- Construction continues on a number of cells.
- Planning meeting for Foss storage cell, planning condition discharge continues for other cells.
- Property flood resilience measure installation continues in a number of areas.
- Procurement of planning and detailed design stage of CYC led Fulford scheme.

| Reports to | The Project board sits within the Environment Agency. The Environment Agency has a formal programme board in compliance with PRINCE2 methodology, CYC are a member of the board. The lead Executive member receives a quarterly report and it is the subject of a bi-annual report to Economy and Place scrutiny committee. This approach to governance has been approved and adopted by Executive. | | Exec member | Cllr Andrew Waller | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | None | | Link to paper if it has been to another member meeting | Executive February 2017: CYC Response to the Independent Flood Inquiry [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=9310&Ver=4) | Project title | City Centre Access ---|--- Reporting period | November 2020

Description

Project involves the feasibility and design of static and automated measures to be implemented into the area around Spurriergate, Coney Street, Parliament Street and York Racecourse to provide public protection from potential vehicle attack.

The proposals follow firm Police and Counter Terror Unit advice to implement measure to protect areas of high footfall.

The automated measures will retain vehicle access outside the footstreets hours and allow emergency and other urgent access during footstreets hours through a system of control by CYC.

| Overall status this period (Nov) | Overall status previous period (Oct) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Scope Status Explanation**

- Temporary covid-19 transport recovery measures have changed the city centre footstreet operation which could affect priorities for delivery of this project.
- Phase one/Phase three currently under review.

**Costs Status Explanation**

- Funding for the permanent measures was approved at the February 2020 Executive meeting but the impact of COVID-19 may increase costs due to on-going market uncertainty and consequent delays.
- Changing the scope of the project will increase survey and design costs by effectively bringing forward the phase 3 project. Capital costs of phase one and phase three are similar, delivering both would significantly increase costs.

**Resources Status Explanation** Current lack of CYC engineering support risks progress/increases support costs.

**Tasks & Milestones Status Explanation** Work ongoing to refine programme plan - numerous uncertainties relating to the continuing impact of COVID-19 and the scope of the project.

**Risk Status Explanation** Risks associated with successful and timely implementation.

**Issues Status Explanation** Phase one / phase three currently under review.

**Current status**

- City centre detailed design completed for phase one scheme. • Uncertainty in relation to COVID-19 has led to review of the procurement process, supply and completion of some tasks as resources have been utilised elsewhere. • Extension of city centre footstreets for COVID-19 transport recovery has resulted in a review (on-going) of the phase one area relative to the phase three area - the area of the current extension. • Racecourse detailed design complete.

Future outlook

• York racecourse measures due to be implemented but could be affected by second lockdown. • Executive decision 26 November on the footstreets extension will give more certainty of the scheme to be taken forward.

| Reports to | Programme reports to the Transport Board and is advised by the York Counter Terrorism Working Group There is a CYC internal working group working on the detail. This group is chaired by the Assistant Director for Transport, Highways and Environment. | | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | None | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive February 2018: City Transport Access Measures http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10196&Ver=4

Executive September 2018: City Centre Access Update and Priority 1 Proposals http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10472&Ver=4

Executive August 2019: City Centre Access Experimental Traffic Order Conclusion and Phase 1 Proposals http://modgov.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11108&Ver=4

Executive February 2020: Phase 1 Proposals (Update) https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11116&Ver=4 | Project title | Parking Review ---|--- Reporting period | November 2020

**Description**

This project is to research, procure and implement a new parking back office system to replace the current system that is now out of date. In turn this new system will help to bring around a change in how parking is managed and how our customers interact with us by taking forward a customer self service system, such as the purchasing of parking permits and dealing with PCNs (Penalty Charge Notices).

Historically there have been a number of issues relating to the delivery of the Parking Services back office system due to issues with the supplier. Motivation for this approach is also brought about by the fact that more than 25% of footfall in the customer centre is for parking related matters. This has been attributed to complex policy, under performing IT systems and associated processes and lack of available on-line services for customers. There is an opportunity to resolve a number of issues with this change project with the delivery of an ICT back office system to deliver this change and as the catalyst to support the development of a new parking strategy and technological roadmap for the next 10+ years in line with the Local Plan and Local Transport Plan 4.

As part of this project the Council ICT team are looking into how this system could interface with existing CYC systems, such as FMS and CRM but looking forward, how these systems can interface with other systems such as parking machines and the wider Smart City work the Council is taking forward (STEP).

| Overall status this period (Nov) | Overall status previous period (Oct) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Costs Status Explanation**

- Uncertainty of Covid19 and its financial impacts.
- Possibility of increased spend due to additional functionality realised during configuration stage.
- 5 weeks have been lost on configuration due to the DSA not being signed, discussions are ongoing regarding provision of an additional resource to claw back time. However all has now been signed so work is progressing.
- May need to look at extra resource for data entry both during the development of testing and post implementation. | Resources Status | Explanation | |------------------|-------------| | Current resource issues are impacting on testing. As this is within Business Support we are working with them to help with resourcing and prioritising BAU and SLA agreements to free up resources. |

| Tasks & Milestones Status | Explanation | |---------------------------|-------------| | Following the configuration stages, all other stages such as user acceptance testing will likely be delayed due to the Covid19 disruption. Timescales, risks and issues will be revised and key decision dates will be added. | | While the above statement is still valid WSP seem confident we may be able to stick to the schedule for the UAT stage and an autumn implementation but this remains to be seen. | | Resourcing issues to test the system are having impacts on project timescales and milestones, which are having to be revised and the implementation of the system put back to early in the New Year. |

| Risks Status | Explanation | |--------------|-------------| | Risks are being monitored daily. |

| Issues Status | Explanation | |---------------|-------------| | Uncertainty on how WSP will accept a COU file from CYC which includes daily LLPG updates. | | Who holds the data for the zone boundaries? How are the property/permit zones updated in Taranto? | | Reduced resources. |

**Current status**

- Resolved the immediate issue of obtaining the UPRNs against the relevant parking zones.
- Received the proposal and associated costs from WSP to allow CYC access to a data warehouse for reporting purposes.
- Continued to work through options for the updates to the LLPG and UPRN’s post go live.
- UAT continued across the Parking Charge Notice portal, handhelds and defects added to the supplier’s system for resolution.
- Civica Icon upgrade to version 17.7 was successfully complete.
- Supplier started development on 2 change requests (once per person per address and permit workflow renewal) to be ready for November release.
- Re-worked project plan to allow for the number of processes that need to be re-mapped and to also address the resource issues across Business Support and Parking that have held us up for a number of weeks.
- Carried out a number of short workshops with the supplier to review the configuration of the permit system.
- Started UAT on the customer facing permit portal and fed back defects to the supplier.
- Carried out refresher training with Business Support and Parking on the permit portal.
- Project Manager set up daily 15 minute meetings for all project team members to update on progress as we get closer to go live. Future outlook

Key Progress For November

- My Account, SX3 and Vehicle Look Up in and working within Taranto.
- Review of the first cut of data migrated into Taranto from Parking Gateway.
- All permit processes remapped and documented for training purposes.
- Customer services create training documentation for the offline customer processes.
- UAT continues across both Parking Charge Notice Portal and Permit portals and will continue through to December.
- Supplier provides CYC with the branded version of the Residents Vehicle Checker web application for review.
- Parking and Business Intelligence make a decision on the method of extracting data from Taranto.
- Decision made on the process for staff parking application.
- The current aim for the system to be implemented is across the end of January and the beginning of February.

| Reports to | The project is steered by the Parking working group and reports to the Transport Board | | Exec member | Cllr Andy D’Agorne | | Director responsible | Neil Ferris – Corporate Director of Economy and Place | | Dependencies | None | | Link to paper if it has been to another member meeting. | Executive February 2016: Parking Review [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8846&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=8846&Ver=4) | | | Executive November 2019: Parking Update [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11112&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11112&Ver=4) | Project title | Inclusion Review ---|--- Reporting period | November 2020

**Description**

The purpose of the inclusion review will be to ensure that The Local Authority and School Community work together to maximise the opportunity for early intervention and prevention and to improve the outcomes of children and young people with special educational needs and/or disabilities (SEND).

The review will examine the current configuration of services and the use of funding to support SEND to ensure that there is greater clarity and accountability around the use and impact of resources. The pressures on the High Needs funding block within the designated schools grant (DSG) means that there are accelerating financial pressures in meeting the needs of children and young people with SEND.

A key purpose of the Inclusion Review is ensuring that the pressures on High Needs funding are being managed effectively whilst ensuring that the local authority is able to deliver its statutory duties articulated in the Children and Families Act, 2014 and the SEND code of practice.

| Overall status this period (Nov) | Overall status previous period (Oct) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Scope Status Explanation**

- The timeline for the conversion of Danesgate has been extended until January 2022 to ensure that all statutory processes linked to the Inclusion review proposals can be concluded.
- Work is continuing to broaden the alternative provision offer to develop a commissioning approach with schools. This will reduce the number of commissioned places in the PRU strand at Danesgate.

**Quality Status Explanation**

- Work on the SEND JSNA is making progress and will inform the development of the joint commissioning strategy.
- A draft JSNA has been completed and will be finalised in November.
- The phase transfer process is underway and has identified the need for additional special school places in the secondary phase.

**Costs Status Explanation**

- Work is taking place to identify actions to reduce the pressure on the High Needs DSG, these will be factored into the 2021-22 budget proposals.
- Work is continuing to identify and implement mitigating actions to reduce pressure on the High Needs DSG.

**Resource Status Explanation**

- The development of the 14-16 vocational project with York College has been impacted by Covid. This means that the project start date has been postponed from September 2020 to January 2021.
- Case loads for the SEN co-ordination team are continuing to increase which is impacting on capacity.

**Financial Status Explanation**

- The impact of Covid-19 in terms of an increase in requests for statutory assessment remains a key risk.

**Non Financial Status Explanation**

- There has been an increase in fixed term exclusions since September.

**Tasks & Milestones Explanation**

- Consultation with parents has delayed the report to Schools Forum which will be presented in November 2020.

**Risk Status Explanation**

- The impact on Covid 19 on inclusion in schools is yet to be fully understood, however, there is a risk of an increase in fixed term and permanent exclusions as the schools return to full provision in the autumn. There is also a risk that there is an increase in requests for statutory assessments in the autumn term due to the Covid lockdown being lifted.

**Issues Status Explanation**

- The written statement has been judged fit for purpose and the programme of DfE monitoring visits has been agreed with the first monitoring visit taking place on 25th September.
- The first monitoring visit has taken place and judged that good progress has been made.

**Current status**

- Phase 3 of the Inclusion Review has started and a steering group appointed. The programme plan will be developed by this group using the recommendations from phase 2 of the review.

- The strategic principles developed in stage 2 have been agreed and shared with the Council's Executive, Schools forum and members of the York Schools and Academies Board.

- Capital works have taken place at Hob Moor Oaks primary special school (August 2018) and capital works have been agreed to support the development of the post 19 local education offer at Blueberry academy and Askham Bryan College.

- Expressions of interest for secondary satellite provision have been received and a project plan is in the early stages of development.

- A feasibility study is taking place with a primary school to support the development of a proposed primary ERP provision.

- Preliminary work to review the Behaviour and Attendance Partnership protocols and processes is underway.

- A steering group has been established to oversee the academy conversion of the Danesgate Community. This will put in place a commissioning agreement with the South Partnership Multi-Academy Trust which will define the future relationship between the local authority and Danesgate when it becomes an alternative provision academy. Future outlook

- Work on agreeing the commissioned number for the Danesgate community has continued to take place. Two strands of provision are being identified for the purposes of the commissioning agreement.

- The primary fair access process and protocols have been revised and a new approach to primary behaviour and attendance meetings has been put in place to ensure clearer pathways of intervention and support.

| Reports to | CEC, DMT | |------------------|----------| | Exec member | Cllr Ian Cuthbertson | | Director responsible | Amanda Hatton – Corporate Director of People | | Dependencies | None | | Link to paper if it has been to another member meeting (e.g. executive, council, a scrutiny committee) | Executive November 2018: The Inclusion Review and the Special Needs Capital Grant [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10474&Ver=4)

Executive August 2019: Executive Report Danesgate Land Academy Conversion [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11108&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11108&Ver=4)

Executive November 2019: Millthorpe School - Enhanced Resource Provision [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11112&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11112&Ver=4) Be Independent (BI) is the provider of the Council’s community alarm and equipment service. This includes a 24 hour response service, assessment and installation of equipment, telecare and assistive technology services. These services play a key role in supporting better outcomes for individuals either in their own homes, supported living or in residential and nursing homes across the City. The aim is to prevent, reduce or delay the need for care, enabling people to be as independent as possible. Previously provided in-house, the service was externalised in 2014 and the Council supported the establishment of a social enterprise in the form of a Community Interest Company (CIC) to deliver the service.

In June 2018 the Executive agreed to the transfer of Be Independent service back to the Council and the direct management of Health, Housing & Adult Social Care.

All assets and liabilities will be transferred from Be Independent to the City of York Council and staff transfers will be agreed under TUPE.

Following the transfer which was completed in August 2018, an operational review of the service has commenced to understand its core functions, purpose, strengths and areas for improvement to ensure that it is sustainable. Whilst the overarching vision for the service will be co-produced in line with the Council’s vision, a 3 month IT scoping project has been commissioned to review the systems/processes currently in use as this is a key priority to move the service forward.

Be Independent needs to have a robust IT infrastructure in line with CYC protocols to enhance and grow the business, and improve the customer experience of this Community Equipment & Response Service.

By utilising the latest technology (GDPR compliant), workers will become agile and customers will have a seamless service from all teams including Business Support, Response, Assessment and Control Teams, where an overburden on paperwork is phased out. IT aims to integrate different software systems used for call handling, stock management and financing linked to a service manager with comprehensive performance reporting tools. Streamlining software systems and providing teams with the appropriate hardware (with internet connection) is a primary focus in order for the teams to perform efficiently and effectively. This will improve the use of resources, develop capacity and ensure a strength based approach can be implemented in the future.

| Overall status this period (Nov) | Overall status previous period (Oct) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Cost Status Explanation** The cost of kit for the control room operators has been confirmed and added to the project budget sheet. This accounts for a thin client set up with additional equipment for monitors, keyboards, mouse, and webcam. The Mitel phone set up with wireless headsets has also been purchased from Pinacl. Thin clients will be provided as a FOC interim solution for control room operators working from home to reduce cost. The service area will need to confirm their permanent work from home solution for these staff members when returning the kit back to ICT.

**Tasks & Milestones Status Explanation**

- The main focus of the project is to resolve the technical issues faced with the new call handling system, and the units not responding to the 9001 protocol as they should, even on their own PNC system.
- Training has been completed, with 90 mins remaining for staff to use as / when needed.
- Live testing has been put on hold until the issues are resolved.
- Display issues have not been resolved by the supplier even with the new change of servers.

**Risks Status Explanation**

- Current infrastructure has a range of risks identified which are impacting on the efficiency of the service.

**Issues Status Explanation**

- Issues remain under review.

**Current status**

- Live testing has been put on hold due to a range of issues identified and logged with the supplier. These are being investigated and tested before live testing resumes. This has impacted go live date of the new system.
- Display issues reported were not resolved by the suggestion of the supplier to move onto Azure servers - they are investigating further.
- A GSM unit has been sent to Tunstall to investigate the protocol issue and that it will not connect to its own PNC system.
- Refresher training has been complete with 90 mins remaining to use as and when needed.
- A number of change requests have been put through for the supplier to implement, this will be ready to check by Friday.

**Future outlook**

- Defining a solution to GSM unit incompatibility with protocols being changed to 9001.
- Tunstall investigating issue with DTMF failing on TT92 & GSM unit issue.
- Supplier to resolve display issues on application - first suggestion to move servers has not resolved the outstanding issues.
- Once issues are resolved, live testing can continue.

| Reports to | Head of ICT/Director level/CMT/Executive | |---------------------|------------------------------------------| | Exec member | Cllr Carol Runciman | | Director responsible| Amanda Hatton - Corporate Director of People | | Dependencies | None | | Link to paper if it has been to another member meeting | Executive June 2018 - Transfer of Be Independent to the direct management of City of York Council [https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469&Ver=4](https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10469&Ver=4) | Project title | Procurement of MSA and Strategic Engagement Technology Partner

Reporting period | November 2020

Description

To develop a specification, procure and appoint a technology provider to deliver the City of York Council’s (CYC) essential managed network services arrangements (MSA) this includes connectivity, voice and data services. CYC’s current MSA contract expires following an extension period, on 31 August 2020. The contract is currently worth £2million per year and the new contract is likely to run for at least a minimum of 10 years.

The procurement process was approved by Executive in November 2017, and progressed proper in April 2019 after the appointment of commercial procurement partners to support internal capacity, with the view to develop an Invitation to Tender for both CYC and Harrogate Borough Council. The scope of the review then changed in July 2019 to proceed to meet CYC requirements only, due to a change in Harrogate’s local circumstances. There is continuing good relationships between the two councils and a shared management team.

The new provider will be a strategic technical delivery partner enabling CYC to achieve its strategy for the delivery of digital services to its residents, businesses and partners.

Progress of the original project to date includes documenting the requirements of both councils and production of a draft ITT. The changing scope of the procurement has allowed a pause in proceedings to allow for the following:

- A review of work done to date and a revision of the scope of the project.
- Bringing the project in line with Council’s All About Projects approach
- Addressing of known risk as per independent legal and technical advice commissioned given the time taken to date and learning from recent procurement practice elsewhere.

The aim of this revised project is to recommence the procurement with a robust approach and assurance that the Council can secure the best MSA going forward given changed scope and lessons learned.

| Overall status this period (Nov) | Overall status previous period (Oct) | |----------------------------------|-------------------------------------| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | Resources Status | Explanation | Financial Status | Explanation | Tasks & Milestones Status | Explanation | Risks Status | Explanation | |-----|------------------|-------------|------------------|-------------|---------------------------|-------------|--------------|-------------| | | The delay caused by project stoppage due to COVID 19 pandemic means the project timescales and therefore the commitment of resources to this project has been impacted. | The market response from the bids suggests that the project may not be able to deliver expected savings. | - Due to the stop in the project as a result of Covid 19 the timetable for the procurement was delayed by a number of months. - Additionally there has been a delay in the evaluation phase timeline partly due to providing extra time for clarification responses. | Project delay due to Covid 19 stopping the project in March has had some knock on impact on risks identified around project timeline and project resourcing. |

**Current status**

- Evaluation panel initial scoring completed.
- First wave of high level clarification questions sent out to bidders.
- Initial clarification question responses received and analysed.
- Further detailed clarification questions generated and sent out to bidders.

**Future outlook**

- At the request of the bidders the initial response for the second wave of questions was moved from 23 October to 4 November.
- Meeting of the evaluation panel to go through clarification responses and check impact on scoring.
- Negotiation phase now likely to commence second week of November.

**Reports to**

- Project Board chaired by a Project Sponsor and meets on a monthly basis.
- Project Steering Group chaired by the Project Manager meets weekly.
- Project Sponsor and Project Manager meet weekly.
- Legal and Finance/Procurement are represented at both meetings at both strategic and operational levels.
- Oversight is provided by the Council’s Corporate Project & Programmes’ manager.
- Independent assurance provided by an external adviser/consultant.

**Exec member**

Cllr Nigel Ayre

**Director responsible**

Ian Floyd – Chief Operating Officer | Dependencies | Exec Dec 2017 – Procurement of ICT Managed Services\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=10194&Ver=4 | |--------------|------------------------------------------------------------------| | Link to paper if it has been to another member | | Hyper Hubs are an innovative combination of solar energy harvesting and storage with electric vehicle charging points, reducing the reliance of electric vehicles on the UK electricity grid and reducing greenhouse gas (GHG) emissions. By providing Hyper Hubs at Poppleton and Monks Cross Park and Ride sites, we aim to increase the use of electric vehicles for journeys in and to York, providing eight private vehicle charging points at each site.

By providing Hyper Hubs at Poppleton and Monks Cross Park and Ride sites, a solar canopy would be erected over approximately 100 parking spaces, providing space for 1,400 m2 of solar panels. This canopy is an elevated structure – essentially a roof below which cars can still park – with solar panels on the top. Adjacent to the canopy, but not on land currently used for parking, there would be an energy storage facility – a battery. At each site there would also be eight charging points for electric vehicles. Electricity generated by the solar panels would be used to hyper charge vehicles plugged in to the charging points. Electricity not used immediately would be stored in the battery. When the battery is full, this electricity could be fed into the national grid.

The solar canopies would use the free space immediately above the vehicles to harvest solar energy to the site. Batteries would then store the electricity, providing it either to hyper charge electric vehicles when plugged in, or feeding it into the UK electricity grid.

The electric vehicle infrastructure element of the project is to purchase and install the DC ‘hyper’ charging points (faster than current ‘rapid’ charge speed points at 50kW) which will supply the energy to the vehicles. These will be installed in a Hub of eight car bays which can supply up to 150kW power output per car, with a typical charging session taking 10-20 minutes. By way of comparison, a typical home charging point takes around eight hours to charge an electric vehicle. | Tasks & Milestones Status | Explanation | |---------------------------|-------------| | Following the announcement of a new national lockdown, a change request has been submitted to change project completion date to end June 2021 and financial completion July 2021. |

| Risk Status Explanation | | |-------------------------|-------------| | Risks updated to reflect most significant current risks to the project. |

| Issues Status Explanation | | |---------------------------|-------------| | - Poppleton Bar Park & Ride has been used as a COVID-19 super testing centre for the 6 months. The intention is for this site to continue to be used for testing for a further 6 months and the Hyperhubs design team are working with test centre staff to allow construction to be carried out alongside test centre activity. | | - Amendments to the Monks Cross lease continue to be delayed as First York’s legal team are working through a backlog of work following the COVID-19 disruption. |

**Current status**

**Monks Cross:**

- Surveys completed
- Substation design completed and ICP appointed
- Branding and signage designs completed.

**Poppleton Bar:**

- Revised site plans completed to allow construction activities alongside test centre operation.

**Future outlook**

- Completion of lease amendments.
- Application for non-material changes to planning permission to locate Monks Cross substation away from existing tree line.
- Application for Totem signs to be included at both sites.
- Negotiation of sub-lease for Poppleton Bar Covid-19 test centre for further 6 months.

**Reports to**

The project will report to the Transport board. This is an internal board that is chaired by the Assistant Director for Transport, Highways and Environment. The members also include the Head of Transport, who acts as the City of York Council client for the project and the Head of Programmes, who is responsible for the delivery of projects within the Economy and Place Directorate. The Project Manager will report to the Sustainable Transport Manager (who reports to the Head of Transport) and will be held to account for delivery by the Head of Programmes, who will also provide Project assurance. Finance also are members of the board to provide any technical input.

| Exec member | Cllr Andy D’Agorne | |-------------------|--------------------| | Director responsible | Neil Ferris – Corporate Director of Economy and Place |

| Dependencies | Executive March 2019 - A Sustainable Future for York with Hyper Hubs\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11469&Ver=4 | | | Executive Sept 2019 - Reducing York’s Carbon Footprint with Electric Vehicles\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11109&Ver=4 | | | Executive March 2020 - Electric Vehicle Charging Strategy\
https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11117&Ver=4 | | | Decision session Sept 2020: Approval to award the contract for the delivery of Hyper Hubs Project\
https://democracy.york.gov.uk/mglssueHistoryHome.aspx?IId=60718&Opt=0 |

European Union\
European Regional Development Fund Project title | Future Library Investment Programme (FLIP) ---|--- Reporting period | November 2020

Description

To deliver the library vision for Library Learning Centres with investment of over £4m for Acomb and Clifton.

| Overall status this period (Nov) | Overall status previous period (Oct) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

Current status

This period saw the project start the assessment of the shortlisted sites, by commissioning the property team to develop a high level feasibility study to assess space requirements and create initial site development plans. The high level feasibility will include a number of strands of work over the coming months from all the property and legal implications, early costings, through to starting the process of building an outline business case. Stakeholder engagement will commence, firstly by exploring and documenting 'Expressions of Interests' from those potential co-location partners who have showed interest to ensure the right mix of building users in line with the library vision.

An important part of this stage is allowing Explore to document base line costs/service measures so expected benefits (financial and non-financial) can be estimated in the outline business case.

Future outlook

The feasibility work strands will continue in the next period.

Reports to

A programme board made up from senior officers from both Explore and the Council will lead the Programme, reporting will follow the corporate project management approach.

Exec member

Cllr Darryl Smalley

Director responsible

Amanda Hatton - Corporate Director of People

Dependencies

Link to paper if it has been to another member

Executive October 2019 - Future Libraries Investment Programme

https://democracy.york.gov.uk/ieListDocuments.aspx?CId=733&MId=11111&Ver=4 Project title | Pay on Exit ---|--- Reporting period | November 2020

Working with YorkBID, this project will see the implementation of Pay on Exit technology at Piccadilly Car Park that will allow users to pay upon exiting the car park rather than the traditional pay and display method currently in use. A Pay on Exit system is in place at Marygate, however it frequently suffers major faults; therefore the Pay on Exit systems at Marygate will be reviewed and, if required, replaced.

In addition cashless system is desired by both CYC and YorkBID. The feasibility study will review and consider a cashless payment system and, if appropriate, this project will see the implementation such payment system at both Marygate and Piccadilly.

Finally, the user experience at Piccadilly is to be enhanced in order to improve user satisfaction and occupancy levels.

The £430,000 budget is sourced via: £330k through Corporate (£180k 2019/2020 budget and £150k 2020/2021 budget) and £100k through YorkBID.

| Overall status this period (Nov) | Overall status prev period (Oct) | |---|---| | Scope | Quality | Costs | Resources | Financial Benefits | Non Financial Benefits | Tasks & Milestones | Risks | Issues | | Nov | | | | | | | | | | Oct | | | | | | | | |

**Quality Status Explanation** Due to the uncertainty as to cost, the quality of the project is at risk. However, by delivering this project over two phases, this risk should be reduced.

**Costs Status Explanation**

- Due to the reduced project budget (given the impact of Covid) this project may now have to be delivered across two phases, dependent upon the cost of the pay on exit technology.
- The budget will be monitored throughout the project lifetime and any negative changes to cost will be brought to the Transport Board's attention for further approvals.

**Tasks & Milestones Status Explanation** Milestones may be at risk due to Covid working restrictions and/or any further Covid spike causing further localised/national lock down.

**Risks Status Explanation**

- Due to Covid lockdowns nationwide, it is now envisaged that completion of the works at Marygate will be in January 2021.

- More extensive CIVILS works are probable at Piccadilly/Coppergate car park to ensure that all equipment installed complies with DDA legislation. Further quotations and drawings are currently awaited and delays and further expenditure are anticipated in this regard. Current status

- After successfully winning the tender following interview, Orbility have signed the contract with CYC to deliver the Pay on Exit technology at both sites. The equipment for both sites has been ordered.

- Planning permission for the replacement name signage for Piccadilly (now, the Coppergate Centre Car Park) has been submitted.

- CYC’s comms team have finalised the comms plan for this project and this is now active.

- The shelters for Marygate have been ordered and delivery is expected within the next 4 weeks.

- Discussion and work in relation to the integration of the new Pay on Exit systems and CYC’s parking permits system. A whitelist is to be utilised until the new Toranto system is launched in 2021.

Future outlook

- Due to a further national Covid lockdown, it is now intended to have completed works on Marygate prior to the end of January 2021. We are awaiting firm dates from the supplier for delivery in order to confirm actual installation dates. However it is stressed that this is Covid working conditions and delays in this regard may be expected. This is a rapidly changing environment.
- Works will commence at the Marygate site and is expected to only take a few days to install.
- Further designs and quotations are required for Piccadilly/Coppergate to ensure that the new PoE equipment install meets DDA requirements. Once these designs have been agreed, further procurement may be required to contract suitable civils works contractors to undertake the necessary works at Piccadilly/Coppergate.
- Further work to the integration of the current car parking permits onto a whitelist continues.
- Discussions with Ringo, WSP and YorParkingSpaces are underway and will continue.
- The specification for the internal refurbishment works at Piccadilly/Coppergate is to be created.
- Discussions in relation to the E-Park Service for the implementation of user discounts is underway and will continue. This will ensure the integration between CYC’s and Orbility’s respective systems.

Reports to

| The project reports to the Transport Board. | | Exec member | Cllr Andy D’Agorne | | Director | Neil Ferris – Corporate Director of Economy and Place | | responsible | | |-------------|---| | Dependencies | Virtual Permit Back Office System | | Link to paper if it has been to another member | |